Sustainability Assessment Worksheet (Assignment 3)

Sustainability Assessment Worksheet

Instructions:
For this assignment, you will perform a cost analysis and a stakeholder analysis. You will then summarize your proposal plan to
improve the population health in Tupelo. This worksheet will prepare you to complete the population health improvement plan in
Task 2.

Part 1: Analysis

1. Cost analysis. Considering cost analysis, use the following tables to describe short-term and long-term costs and savings
associated with implementing your proposed chronic care initiative.

Pre-implementation
Financial Statements
Describe the types of financial tools
Analysis: it helps in analyzing
you would use to gather the financial
TCMC's historical financial
data needed to determine the cost of
statements by through which
your strategies.
the financial trends were
recorded, to realize the current
expenditure patterns, unveil
the focal budget cuts that
might result from the chronic
care plan, and identify the
baseline financial position
before the implementation.
Budgeting and Forecasting
Post-implementation
Cost Tracking Systems: Erect
expense management tools to
scrutinize and keep tabs on the
expenses made during the
implementation stage of the
chronic care project.
Outcome Measurement Tools:
Develop outcome measurement
tools such as patient health
outcome indicators, healthcare
utilization and cost to figure out
the effect of implementation of
chronic care on the whole

Describe costs you must consider in
implementing (short term) and
sustaining (long term) your chronic care
strategies.
Software: Establish a system
of budget management and
forecasting to develop
accurate economic estimates
for the pilot phase.
Short term (Year 1)
The first-year chronic care
strategy in the short run (Year
1) would demand intensive
upfront costs and these costs
need to be taken into account
by the government (Barry et
al., 2024). This entails the cost
incurred to train and educate
health staff as they need to be
trained and they have to learn
new protocols, procedures,
and technologies as a result of
the chronic care management
(Substance Abuse and Mental
Health Services
Administration). Apart from
that, technologies and
resourcing considerations need
to be addressed, including
acquisitions or upgrades of
electronic health records
(EHR) and telehealth
platforms for the effective
delivery of chronic care.
quality of life.
Long term (Years 3–5)
In the long-term (Years 3-5), it
is critical to continuously invest
in the program; this includes
meeting the expectations
towards the future sustainability
and performance (Barry et al.,
2024). Example of this is who
goes to provide staffing
supplies, salaries, and other
compensation to care
coordinators, nurses, and other
healthcare professionals.
Beyond that, the ongoing
investment in the technical
maintenance and the updating of
the technologies is a prerequisite
to the upgrading of EHR
systems, as well as telehealth
platforms, so that they become
more efficient and comply with
the lately updated health care
needs and regulations.
 Positive
Cost Savings: Institution of
chronic care strategies can
result in long-term cost
savings for TCMC through its
decreased hospital admission
and emergency department
visits to limit frequent use of
healthcare by patients with
chronic mental health issues.
Revenue Generation:
Patients who experience the
benefits of the TCMC's
Discuss, from a financial perspective,
initiative for chronic care will
the positive and negative impacts of
probably bring more clients
your new strategies on Tupelo City
the hospital hence a boost in
Multispecialty Clinic (TCMC).
the revenue streams.
Enhanced Reputation:
Accomplishing chronic care
methods, TCMC may further
develop its fame leading
health care agency offering
all-round and personalized
services to the mentally-
challenged residents.
Negative
Initial Investment Costs:
Critical treatment of chronic
conditions may imply
considerable initial spending for
staff training, adoption of
technology, development of the
caring coordination
infrastructure, and the particular
program creation.
Operational Changes:
Augmenting chronic care
interventions within TCMC's
current structure might be
accompanied by certain part of
operational adjustments and
workflow transformations,
thereby creating inconveniences
and disrupting productivity for a
period of time.
Reimbursement Challenges:
Reimbursement may be an issue
depending on the fact how the
payers operate now and their
policies.
2. Consider stakeholders. Using the table below, define a specific change that each stakeholder group will need to make, the
barriers to making this change, and how the change will benefit that stakeholder group. Some stakeholder groups have been
identified; add other groups you think are missing. (You can add a row by pressing “Enter” at the end of the table if needed.)

Barriers to this proposed change How the change

One change the stakeholder (e.g., equipment, training, benefits this
Stakeholder group group needs to make cultural, other) stakeholder group
Administrators Implementing new chronic care Financial constraints,
Administrators protocols resistance to change,
lack of resources
Doctors Adopting team-based care Lack of time for
Doctors approach training, skepticism
about efficacy
Nurses Utilizing technology for patient Training
monitoring requirements,
Nurses
resistance to
technology
Patients under 18 years Engaging in self-management Limited access to
Patients under 18
old education resources, lack of
years old
awareness
Patients 18–34 years old Participating in preventive care Perceived
Patients 18–34
programs invincibility, time
years old
constraints
Patients 35–64 years old Attending regular follow-up Work and family
Patients 35–64
appointments commitments,
years old
transportation issues
Patients 65 years Patients 65 years old or Adopting telehealth for remote Technological
old or older older consultations literacy, access to

3. Strategize an incentive plan. Based on your stakeholder analysis in step 2, propose a specific reward for inclusion in a robust
incentive plan for each stakeholder group (including any additional stakeholders you may have added in step 2).
Stakeholder group Incentive plan item
Administrators Performance bonuses based
on improved patient
outcomes
Doctors Continuing education credits
or stipends for participation
in team-based care training
Nurses Recognition program for
outstanding patient care
coordination
Patients under 18 Wellness incentives such as
years old gift cards for achieving
health goals
Patients 18–34 Discounted gym
years old memberships or healthy
meal vouchers
Patients 35–64 Flexible appointment
years old scheduling options or
priority access to specialists
Patients 65 years Telehealth support kits
old or older including devices and
technical assistance
devices
Details/description of implementation
Financial rewards for meeting or exceeding targets for patient
health indicators, such as reduced hospital readmission rates
or increased preventive screenings.
Encouragement for doctors to engage in ongoing learning and
skill development related to collaborative care practices.
Acknowledgment and rewards for nurses who demonstrate
exceptional skill in utilizing technology for patient monitoring
and facilitating seamless communication among healthcare
teams.
Motivation for young patients to actively participate in self-
management education and adopt healthier lifestyles.
Incentives to encourage young adults to participate in
preventive care programs and engage in regular health
screenings.
Rewards for middle-aged patients who prioritize attending
follow-up appointments and actively manage their chronic
conditions.
Assistance for elderly patients in adopting telehealth services
for remote consultations, ensuring they have the necessary
tools and support for accessing healthcare from home.
4. Evaluate the cultural competency of TCMC. What strategies do you recommend for improving cultural competency to
ensure the initiative’s success?

To improve cultural competency, TCMC should:

 Integrate cultural sensitivity training for employees to deepen knowledge and concerns of the patients with
different characters.
 Hire bilingual staff and utilize interpreter services to make the communication between the non-English-
speaking patients and the staff smooth.
 Design educational materials and outreach programs in line with the cultural beliefs and likes of the
barometer community.

Part 2: Planning

Introduction
As an administrator at Tupelo City Multispecialty Center (TCMC), you are responsible for developing a plan to improve the
population health in Tupelo. Within this proposal, you should address the concerns of various stakeholders in the implementation,
financial considerations, and feasibility of a population health model for improving patient care for patients with chronic mental
health issues. This proposal could be the model for a larger-scale population health initiative in your area.
1. Write an executive summary. Summarize the findings and recommendations in the chronic care initiative proposal.

Chronic care initiative of mental health issues in thus patients suffering from psychiatric disorders of Tupelo is the
one which readiness the patient and decrease the cost of healthcare of the same (Barry et al., 2024). The Tyneside
Mental Clinic (TMC) is looking to advance mental health care through the use of integrated local care version,
treatment protocols standardization, and community outreach measures, which of course will accomplish more
access to mental health services and putting health and wellness in the center of mental health care.

2. Create a target population profile. Based on your analysis from this assignment and Assignments 1 and 2, describe the target
population. Include the following points:
  disease frequency
 available health services
 resource availability
 health behaviors and beliefs
 health expectations

 Disease frequency: With heavy rates of the mental disorders such as the depression and the anxiety, it is
likely to have an impact on the student’s physical health as well.

 Available health services: While awareness about mental health is critical, yet at the same time barriers of
access to such resources, especially in the rural areas.

 Resource availability: A source of extra funding and a system for care management of chronic care along
with being a requirement.

 Health behaviors and beliefs: The issue of stigma around mental illness, and the scant information about
existing treatment plans.

 Health expectations: The need for people-oriented care, which not only considers physical but also
mental health matters.

3. Describe the critical healthcare risks for the target population.

 Lack of access to mental health services

 Stigma surrounding mental illness
 High rates of untreated mental health disorders

4. Describe key opportunities for improving the health outcomes of this patient population.
  Implement integrated care models
 Enhance community outreach and education programs
 Foster partnerships with community organizations

5. From a cultural perspective, describe what assistance or motivation may help the target population transition from an
illness-based or disease care–based model to a health-promotion or wellness-based model, based on your evaluation.

From the cultural viewpoint the fight for changing the target group behavioral patterns from ‘disease caring’ or
‘illness-centered medicine’ to ‘health promotion’ or ‘wellness adopted’ models can be achieved through offering
culturally specific educational and information programs. Individualizing educational assets like public health
materials and treatment guidelines to consider for people the beliefs, traditions and culture of a community will result
in the increased uptake of preventive care practices (Barry et al., 2024). Also, getting community professionals,
figures of credibility, and other power-houses in the promotion of health advocates would result to the rebuilding and
reinforcing of trust in the community hence the community becomes participative and people’s health would be better.

6. Discuss the tools and process (i.e., an outline of the steps) you would use to calculate the costs of moving from the
current care model for addressing mental health to a wellness-based model.

For calculating expenses of transition from the existing mental-health care model to a well-being-based approach, we
will use the cost accounting methods like tracking costs of staff training, infrastructural upgrades and program
development (National Alliance on Mental Illness (NAMI). Furthermore, the additional work of a detailed evaluation
of the financial repercussions associated with the implementation, taking into account the cost of entry and the return
on investment stemming from a healthier population and a drop in health care utilization will enable to see the
financial implications of the transition in a better manner.
Reference:
 Barry, M. M., Kuosmanen, T., Keppler, T., Dowling, K., & Harte, P. (2024). Priority actions for promoting population mental

health and wellbeing. Mental Health & Prevention, 33, 200312.

 National Alliance on Mental Illness (NAMI): Mental Health By the Numbers. Retrieved from https://www.nami.org/mhstats
 Substance Abuse and Mental Health Services Administration: National Mental Health Services Survey (N-MHSS). Retrieved
from https://www.samhsa.gov/data/data-we-collect/n-mhss-national-mental-health-services-survey
 Substance Abuse and Mental Health Services Administration: National Survey of Substance Abuse Treatment Services (N-
SSATS). Retrieved from https://www.samhsa.gov/data/data-we-collect/n-ssats-national-survey-substance-abuse-treatment-
services
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